Every so often, we sit down with a Navacqs colleague and turn the conversation into a story. Wherever fraud, damage or theft is a concern, there is a need for seals, locks, lashing straps, container lashing equipment, sampling products and dunnage bags. And so there is a need for Navacqs. Our conversations cover knowledge, work and ambition, and sometimes other things too. The common thread is love. Love for the trade. Love for the products. Love for growth. And the boundless ambition to get a little better every day. Today, it’s Arnoud’s turn, our managing director. He joined Navacqs in 2004, aged 23, at a time when the whole business was run by three people. After almost 17 years, he left for a new challenge, only to return just over two years later. Now he is at the helm. Meet Arnoud!
So Arnoud, you came back a few months ago. How does it feel to be back?
Wonderful, although I was really happy at my previous employer too. I was away for just over 2 years, and quite a lot has changed. The company is still healthy and growing, but there were plenty of new faces when I walked back in. There are 13 of us, and I didn’t know 6 of them yet. I’ve got used to them by now. Whether that works the other way round, you’ll have to ask them 😊
How did you start here in the first place?
I was hired by Ronald Weterings in 2004. I was 23 at the time. We were still based on Pannerdenstraat in the Waalhaven, with a few containers as a warehouse, and the three of us did all the work. Not long after, we moved to Aploniastraat and swapped the containers for a proper warehouse. It was a great time. You answered the phone yourself, processed the order and ran down to the warehouse to pack it and get it ready for shipping. And all the paperwork that came with it. I was a jack of all trades, and to be honest, that’s what I like best.
“I was a jack of all trades, and to be honest, that’s what I like best.”
And yet you left after almost 17 years. That didn’t suit you, because you came back after just over 2 years. Or have I got that wrong?
After all those years, I wanted a new challenge. I found it at Heco Cargo Control, where I was made to feel really welcome. A great company where, just like here, I had a lot of freedom to do my thing. I learned a huge amount there about structures, HR and performance reviews. Leaving had never even crossed my mind. But then I got the chance to take the helm at Navacqs, and Navacqs was still close to my heart. Making that choice was not easy for me. It was a tough decision, but I love the sense of freedom I now have as the person with final responsibility.
How was your start?
The start was tough, with a renovation that began almost straight away. On top of that, I had to get to know a lot of new people and their ways of working. I was used to a certain way of doing things at Navacqs, and that had changed over time. Not better or worse, just different. I’m now bringing structure to that, in the way I believe is good for everyone and for the company.
Which developments in the market do you want to respond to?
Customers are becoming more and more demanding, so as far as I’m concerned, customer loyalty is the most important thing there is. When I started here 20 years ago, we did practically nothing online. Product knowledge really sat with us, the staff. Over the years, we’ve shared more and more of that knowledge online. Just take a look at the product pages, you’ll find everything there. But that must not come at the expense of our people’s know-how. I keep a close eye on that. Knowledge of our processes and products should be second nature to everyone. Whether you work in the warehouse, in marketing or in accounts, I make no distinction. I’m convinced that with that knowledge, you can provide better service.
How does that translate into the strategy ahead?
Externally, I want us to be much more visible. More customer visits, more customer contact and more knowledge sharing. I’m convinced we’re very good at what we do, but we have to keep showing it. We’re visiting customers and prospects more and more often, and our diaries are now planned around that. That way, we know better what’s going on and can respond to questions proactively.
Online, too, we can keep taking steps. Show what we do and how we do it. Our products aren’t sexy, but the enjoyment we get from our work, the service and the quality are things we really need to get across. I also see opportunities in our internal processes, of course. Are we focusing on the right things? Are we making the right choices, and are we decisive enough? It’s my job to spot that and change it, together with everyone here. My aim has always been to go from Europa League level to Champions League level. Not in one or a few areas, but across the board.
“From Europa League level to Champions League level. Across the board.”
What can we expect from Navacqs in 2024?
There are markets and segments where we can still really grow. Perhaps some market development, where we take an existing product into a market that’s new to us. But we also have product categories that aren’t always front of mind when customers think of Navacqs. I see opportunities there too. We’re now deciding what gets which priority. At the very least, I want to maintain the level of service we already deliver, but there’s always room to grow a few percent. Our colleagues who deal with customers every day do an excellent job. That’s why I dare say we’re already the very best in cargo securing and seals.
And finally, what gives you the most enjoyment?
The people I work with. Enjoying your work is the most important thing for me. That’s nice for me personally, but for the people here I think it’s crucial. When you enjoy going to work, you develop better, you work better and you’re happier. And Navacqs reaps the benefits too. I try to achieve that by being enthusiastic, open and honest.
